Sales Manager

Scott Wightman

**** ********* *** *********: 330-***-****

Hudson, Ohio 44236 Cell: 330-***-****

Email: abl9nt@r.postjobfree.com

GENERAL MANAGEMENT, OPERATIONS, MARKETING AND ACQUISITIONS EXECUTIVE

PROFILE

Successful president, general manager, marketing executive, plant manager

and acquisitions leader with specialty chemicals, materials (ceramics,

polymers, metals) and high volume packaging/assembly experience, serving

Industrial, Lighting, Transportation, Construction, Automotive and Printing

industries. High energy, change agent who brings a fresh perspective,

superior intellect and work ethic, hands-on approach and continuous

improvement focus, generating top line growth, profit gains and

turnarounds.

General Management and Operations Leadership Qualifications:

P&L management, turnarounds International negotiations and

Acquisitions & joint ventures business development

Continuous improvement, Lean, MRP New differentiated products, quality

Multi-plant, union, non-union improvement and market share gains

operations Specialty chemicals, lighting,

Strategic planning & implementation automotive, glass, printing,

of tactics for $500+ million adhesives, abrasives, tapes & formed

businesses rubber products experience

PROFESSIONAL Experience

MIRKA ABRASIVES USA, Cleveland, Ohio 3/2008-

3/2010

Sales, marketing and logistics subsidiary, serving a $200 million coated

abrasives and tools manufacturer headquartered in Finland.

President

Full P&L responsibility for a highly profitable $40 million company

supplying coated abrasives

and sanding tools to auto body repair and industrial customers, selling

against market

leaders, 3M and Saint Gobain(Norton), and Asian importers. Sales were

achieved through a direct sales force of 40, supported by 500+ industrial

and automotive distributors.

. Managed throughout challenging business conditions of 2008-09,

stopping the sales decline in 2008, and gaining market share against

industry leaders, 3M and Saint Gobain. Operating costs were lowered by

$2.3 million/year (20% savings) and inventory cut by $3.8 million

(40%), maintaining exceptional profitability and positive cash flow.

. Replaced strong, former 25-year president and a longtime sales

manager, bringing a focus on teamwork, ISO business practices,

improved communication and cooperation with the parent company.

. Influenced management at parent company, using product maps and

competitive product testing, to encourage needed product improvements

and product line extensions.

. Began restructuring the sales force from 40 high cost, senior sales

people, to a mix of junior and senior people, while also increasing

reliance on a few high quality sales rep

groups. A joint selling effort with Intertape to create a broader

product offering to

more closely match 3M and Saint Gobain was initiated successfully.

Scott Wightman - Page 2

GENERAL ELECTRIC, Cleveland, Ohio 5/2005-3/2008

A $150+ billion global conglomerate. The $2.5 billion Lighting Business is

a global leader in high speed, leading edge manufacturing practices and

materials processing.

Manufacturing Manager - Specialty Chemicals & Special Pack

Incorporated

Responsible for leadership of two plants, with 500+ employees,

producing $30 million of high value, specialty chemicals and $160

million in point-of-purchase (POP) displays and re-packing of imported

product for major retail accounts, like WalMart, Home Depot and Lowes.

. Drove over $3 million in lean manufacturing savings managing the re-

packaging /distribution operation, exceeding expectations and winning

an award for the best labor productivity gains of the 60 plants in the

Consumer & Industrial businesses in GE.

. Added direct shipping/distribution capabilities to the display

operation in support of a major roll-out to Home Depot, successfully

building and shipping displays to 1,600 stores, without missing a

single re-set, to delight the customer.

. Added specialty green phosphor capability to the chemicals operation

and sourced chemical intermediates of commodity phosphors from China,

simplifying that process.

The combined impact of the two actions saved nearly $1.0 million per

year.

ADCO PRODUCTS, Michigan Center, Michigan 2/2000-11/2004

President

Full P&L responsibility for a multi-plant, $80 million specialty chemical

company producing adhesives, sealants, tapes and formed rubber products,

serving as the growth platform for a private equity firm (Aurora

Capital). Developed and drove successful turnaround strategy.

. Added $25 million in profitable new business through new products and

value added selling into broader markets within transportation and

construction/industrial.

. Tripled automotive sales to $25 million with further growth potential,

restoring tier-1 status at Chrysler and GM, through patented

technology involving heat expandable, sound dampening, sealants and

recycle of automotive paint overspray into sealants.

A Daimler-Chrysler corporate award was presented to ADCO in Germany by

their CEO.

. Initiated a joint venture with ITW adding $2+ million in highly

profitable sales.

. Drove lean enterprise practices throughout the business resulting in

$1.7 million per year in cost savings, plus $3.8 million of inventory

reduction.

GENCORP, Decorative & Building Products Division (D&BP) Akron, Ohio

1996-2000

A $2.0 billion, diversified manufacturer. D&BP comprised businesses

totaling $400 million in sales of printed films and paper used in

wallcovering, upholstery, roofing and laminates.

General Manager of Commercial Wallcoverings 1999-2000

Full P&L responsibility for a highly profitable $90 million commercial

wallcovering business.

. Led the transition from regional to national distributors, negotiating

agreements and positioning two of the five brands for excellent

growth.

Director of Global Business Development 1996-1999

Led strategic planning, major capital projects and acquisition planning

for all five D&BP

division businesses. Division operating profit was doubled from $28 to

$56 million.

. Led successful acquisitions activities, including three acquisitions

and a joint venture with operations in Thailand and China, increasing

sales by $250 million, and adding significant manufacturing and market

presence in Europe and Asia.

Scott Wightman

- Page 3

FLINT INK CORPORATION, Ann Arbor, Michigan 1993-1996

A family owned, $1.0+ billion, global manufacturer of printing inks,

colorants and coatings.

Vice President of Marketing & Sales

Initiated formation of a corporate marketing group charged with strategic

planning, sales support, advertising and support of acquisition

activities totaling $400 million.

. Supported $400 million in acquisitions resulting in tripling of

profits, through strategy development, financial analysis, Board

presentations and integration activities. Prepared a division for

divestiture and led acquisition of a $15 million South American

distributor.

. Sales support included development of PC-based, consultive selling

aids and leading a $5 million sales effort of a Flint-operated ink

recycling plant within the customer's facility.

. Initiated new product development and business platform for digital

printing inks.

. Increased usage of Flint manufactured pigments, raising profits by

$700,000 per year.

GENERAL ELECTRIC, Cleveland, Ohio 1981-1993

A $150+ billion global conglomerate. The $2.5 billion Lighting Business is

a global leader in high speed, leading edge manufacturing practices and

materials processing.

Plant Manager - Logan, OH Glass Plant 1990-1993

Quarterbacked turnaround of a plant with 250 employees, producing $100

million in glass

tubing, via employee involvement in problem solving and a hands-on

management style.

. Identified and drove desperately needed, cost effective 25% capacity

gains through productivity. Negating the need for costly expansion of

another plant, saving $25 million.

. Improved manufacturing and quality metrics, greatly improving

productivity and inter-company relations at a GE-Toshiba joint venture,

producing lamps for export to Japan.

Product General Manager - Miniature Lamps 1988-1990

Managed all aspects of a $120 million. multi-plant miniature lamp

business supplying automotive OEM's and other demanding industrial

customers.

. Achieved market share gains ( +15% ) and the first price increases in

five years, increasing return on sales by 10% ( $ 12 million / year

improvement ).

. Led business turnaround by spearheading development of new products and

negotiating multi-year sales contracts and quality criteria with Ford,

GM and Japanese transplants.

Manager - Technical Marketing & Product Service 1985-1988

. Provided sales training and product demonstrations, promoting product

value and features, and resolved customer complaints in a timely and

equitable manner.

. Provided field sales and customer inputs as part of the $1.5 billion

Incandescent Product Team.

Operations & Engineering Manager - Tungsten Products 1981-1985

. Led total process rationalization(TORA), resulting in cost, cycle

time and quality gains.

. Extensive dealings and negotiations with Min Metals and the Chinese

government

Education

MS, Materials Science / Engineering, Case Western Reserve University,

Cleveland, OH

MBA, Marketing and Finance, Cleveland State University, Cleveland, OH

BS, Chemical Engineering, Carnegie-Mellon University, Pittsburgh, PA

Compensation history and references available upon request.

Contact this candidate